copyright eddie obeng 1993 – 2004 all rights reserved gapanalysis tm a learningbyte tm from...
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Copyright Eddie Obeng 1993 – 2004 All rights reserved
GapAnalysisTM
A LearningByteTM from Putting Strategy to Work
by
PLEASE VIEW THIS AS A POWERPOINT PRESENTATION
Copyright Eddie Obeng 1993 – 2004 All rights reserved
The beaten path is the safest...but the traffic is terrible!
Jeff Taylor
~80% of projects are either fixing activities which will not solve the problem, are incomplete or involve greater effort than the benefit which they will generate
If a problem has more than one cause it will not be easily understood or fixed. The problems which keep us awake are rarely the underlying problems simply the symptoms we have discussed time and time again.
Copyright Eddie Obeng 1993 – 2004 All rights reserved
Gap Analysis is the tool you use to convince people to address the underlying problems or issues at the start of a project or chunk of change. We use the word ‘gap’ and not ‘problem’ or ‘issue’ to encourage judgement free lateral thinking
Copyright Eddie Obeng 1993 – 2004 All rights reserved
1. Interview/ discuss the future situation or state with key stakeholders. Once that is
fully understood discuss the current situation with them. The objective is to
create 3/4 ways of describing the difference (GAP) between the future state
and the current state.
Copyright Eddie Obeng 1993 – 2004 All rights reserved
2. Organise a workshop of the key stakeholders explain to them that you have listened to comments about the future state and the current state and have discovered
some Gaps. (don’t use the word problem or issue)
Explain that you have tried to word the Gap in a number of different ways.
On the flipchart offer a number of alternative wordings for the Gap you have identified
Copyright Eddie Obeng 1993 – 2004 All rights reserved
3. Once your stakeholders have agreed on a form of words for the gap white the Gap down in the middle of your flipchart. And
hand out post-its
Copyright Eddie Obeng 1993 – 2004 All rights reserved
GAP:
Copyright Eddie Obeng 1993 – 2004 All rights reserved
4.a Ask the stakeholders to write down their views and opinions on what they anticipate
will happen if the gap is NOT fixed.
Copyright Eddie Obeng 1993 – 2004 All rights reserved
GAP:
IMPLICATIONSIf not fixed
Copyright Eddie Obeng 1993 – 2004 All rights reserved
4.b Ask the stakeholders to write down their views and opinions on what they anticipate
will happen if the gap is NOT fixed.
ONE point per post-it. (one point per person)
Ask them to write down financial numbers if they know them - wherever relevant
Copyright Eddie Obeng 1993 – 2004 All rights reserved
GAP:
IMPLICATIONSIf not fixed
Copyright Eddie Obeng 1993 – 2004 All rights reserved
5. Collect the post-its and put them on the flip chart. Try to group the post-its so that
similar topics are together. Once you have collected all the post-its summarise for the stakeholders what the grouped topics are.
Copyright Eddie Obeng 1993 – 2004 All rights reserved
GAP:
IMPLICATIONSIf not fixed
Copyright Eddie Obeng 1993 – 2004 All rights reserved
6. Repeat the process, this time asking what will happen if it is fixed.
Copyright Eddie Obeng 1993 – 2004 All rights reserved
GAP:
IMPLICATIONSIf not fixed If fixed
Copyright Eddie Obeng 1993 – 2004 All rights reserved
7. Summarise the situation and use the data collected to create a business case
Copyright Eddie Obeng 1993 – 2004 All rights reserved
7. Now repeat the process but this time asking the stakeholders to give you their thoughts on ‘Why the gap hasn’t been
closed yet?’
Copyright Eddie Obeng 1993 – 2004 All rights reserved
GAP:
IMPLICATIONSIf not fixed If fixed
Why the gap hasn’t been closed yet? Why not fixed yet?
Copyright Eddie Obeng 1993 – 2004 All rights reserved
8. Group the causes and use them to create the scope of the project. This gives you a view of the full areas of change the project
will need to address in order to successfully address the gap
Copyright Eddie Obeng 1993 – 2004 All rights reserved
9. For the key groups of causes carry out a StickyStepTM planning session to give you
an immediate action plan.
Copyright Eddie Obeng 1993 – 2004 All rights reserved
10. Here’s a quick example...
Copyright Eddie Obeng 1993 – 2004 All rights reserved
Copyright Obeng 2001 all rights reserved
…our people are notinnovating enough...
So lets get them innovatingmore...
Copyright Eddie Obeng 1993 – 2004 All rights reserved
Copyright Obeng 2001 all rights reserved
…our people are notinnovating enough...
So lets get them innovatingmore...
Copyright Eddie Obeng 1993 – 2004 All rights reserved
< GAP >
… IF FIXED...…IF NOT FIXED...
WHY NOT FIXED YET?(POSSIBLE CAUSES)
Copyright Eddie Obeng 1993 – 2004 All rights reserved
< GAP >
… IF FIXED...…IF NOT FIXED...
WHY NOT FIXED YET?(POSSIBLE CAUSES)
Our level of innovation is too
low
Our level of innovation is too
low
Copyright Eddie Obeng 1993 – 2004 All rights reserved
< GAP >
… IF FIXED...…IF NOT FIXED...
WHY NOT FIXED YET?(POSSIBLE CAUSES)
Our level of innovation is too
low
Our level of innovation is too
low
Profits will fall by ~14%
Sales decline will continue 5%p.a
trend
We’ll get bought up
Competitor products will look better than
oursWe will continue to have few new
products in the market
Copyright Eddie Obeng 1993 – 2004 All rights reserved
< GAP >
… IF FIXED...…IF NOT FIXED...
WHY NOT FIXED YET?(POSSIBLE CAUSES)
Our level of innovation is too
low
Our level of innovation is too
low
Profits will fall by ~14%
Sales decline will continue 5%p.a
trend
We’ll get bought up
Competitor products will look better than
oursWe will continue to have few new
products in the market
Some of our key people will be
diverted from D2D business
Customer satisfaction will
increase
Our revenues will increase by about
1%
Our marketing budget may be
overspent (10%)
We will have some products people
want to buy
Profits will fall this year (3%) & rise next
year (2%)
Copyright Eddie Obeng 1993 – 2004 All rights reserved
< GAP >
… IF FIXED...…IF NOT FIXED...
WHY NOT FIXED YET?(POSSIBLE CAUSES)
Our level of innovation is too
low
Our level of innovation is too
low
Profits will fall by ~14%
Sales decline will continue 5%p.a
trend
We’ll get bought up
Competitor products will look better than
oursWe will continue to have few new
products in the market
Our People don’t know it’s required of
them
People are scared of failure
The hierarchy doesn’t allow you to pursue any
idea which isn’t your bosses
Our People try to bring all the skills required
themselves (no partners)
Our People don’t know where to look
for stimuli
Some of our key people will be
diverted from D2D business
Customer satisfaction will
increase
Our revenues will increase by about
1%
Our marketing budget may be
overspent (10%)
We will have some products people
want to buy
Profits will fall this year (3%) & rise next
year (2%)
There is no easy way of checking if an innovation is any
good
Our People have seen other’s
ridiculed for trying to lead innovation
We kill innovation on a whim
Copyright Eddie Obeng 1993 – 2004 All rights reserved
< GAP >
… IF FIXED...…IF NOT FIXED...
WHY NOT FIXED YET?(POSSIBLE CAUSES)
Our level of innovation is too
low
Our level of innovation is too
low
Profits will fall by ~14%
Sales decline will continue 5%p.a
trend
We’ll get bought up
Competitor products will look better than
oursWe will continue to have few new
products in the market
Our People don’t know it’s required of
them
People are scared of failure
The hierarchy doesn’t allow you to pursue any
idea which isn’t your bosses
Our People try to bring all the skills required
themselves (no partners)
Our People don’t know where to look
for stimuli
Some of our key people will be
diverted from D2D business
Customer satisfaction will
increase
Our revenues will increase by about
1%
Our marketing budget may be
overspent (10%)
We will have some products people
want to buy
Profits will fall this year (3%) & rise next
year (2%)
There is no easy way of checking if
an innovation is any good
Our People have seen other’s
ridiculed for trying to lead innovation
We kill innovation on a whim
Copyright Eddie Obeng 1993 – 2004 All rights reserved
< GAP >
… IF FIXED...…IF NOT FIXED...
WHY NOT FIXED YET?(POSSIBLE CAUSES)
Our level of innovation is too
low
Our level of innovation is too
low
Profits will fall by ~14%
Sales decline will continue 5%p.a
trend
We’ll get bought up
Competitor products will look better than
oursWe will continue to have few new
products in the market
Our People don’t know it’s required
of them
People are scared of failure
The hierarchy doesn’t allow you to
pursue any idea which isn’t your
bosses
Our People try to bring all the skills required
themselves (no partners)
Our People don’t know where to look for stimuli
Some of our key people will be
diverted from D2D business
Customer satisfaction will
increase
Our revenues will increase by about
1%
Our marketing budget may be
overspent (10%)
We will have some products people
want to buy
Profits will fall this year (3%) & rise next
year (2%)
There is no easy way of checking if
an innovation is any good
Our People have seen other’s
ridiculed for trying to lead innovation
We kill innovation on a whim
Copyright Eddie Obeng 1993 – 2004 All rights reserved
Planning the un-plannable
StickyStepsTM
From the book All Change!
Copyright Eddie Obeng 1993 – 2004 All rights reserved
IN ORDER TO HAVE … ( VERB ) …….
WE MUST HAVE…( VERB ) …….
<WHAT?>
Copyright Eddie Obeng 1993 – 2004 All rights reserved
IN ORDER TO HAVE … ( VERB ) …….
WE MUST HAVE…( VERB ) …….
Created an easy way of checking if
an innovation is any good
Copyright Eddie Obeng 1993 – 2004 All rights reserved
WHAT?IN ORDER TO HAVE … ( VERB ) …….
WE MUST HAVE…( VERB ) …….Reviewed what made a good
innovation in the past
Created an easy way of checking if
an innovation is any good
Trained up/ informed people on how to use the checks
Found a way to make the criteria readily available
Worked out our criteria for a good
innovation
Established the nature/ scale
required to meet strategy
Copyright Eddie Obeng 1993 – 2004 All rights reserved
1. Earlyish lateish - normal2. Easy hard credibility3. Engaging key stakeholders mixed involvement
WHAT?IN ORDER TO HAVE … ( VERB ) …….
WE MUST HAVE…( VERB ) …….Reviewed what made a good
innovation in the past
Created an easy way of checking if
an innovation is any good
Trained up/ informed people on how to use the checks
Found a way to make the criteria readily available
Worked out our criteria for a good
innovation
Established the nature/ scale
required to meet strategy
Reviewed what made a good
innovation in the past
Trained up/ informed people on how to use the checks
Found a way to make the criteria readily available
Worked out our criteria for a good
innovation
Established the nature/ scale
required to meet strategy
Sequence:
Copyright Eddie Obeng 1993 – 2004 All rights reserved
‘Park out of the way’
Reviewed what made a good
innovation in the past
Trained up/ informed people on how to use the checks
Found a way to make the criteria readily available
Worked out our criteria for a good
innovation
Established the nature/ scale
required to meet strategy
IN ORDER TO HAVE … ( VERB ) …….
WE MUST HAVE…( VERB ) …….
Created an easy way of checking if
an innovation is any good
interviewed people associated with past
innovationsinterviewed
customers as to what we’ve done in
past
Studied how investment/ returns
happenedT
TT
T Task levelKey
Copyright Eddie Obeng 1993 – 2004 All rights reserved
WEEK 1 WEEK 2 WEEKS 3/ 4
MONTH 2 MONTH 3 QUARTER 2
NOW
SOON LATER
WHO
Copyright Eddie Obeng 1993 – 2004 All rights reserved
WHO WEEK 1 WEEK 2 WEEKS 3/ 4
MONTH 2 MONTH 3 QUARTER 2
NOW
SOON LATER
interviewed people associated with past
innovationsinterviewed
customers as to what we’ve done in
pastStudied how
investment/ returns happened T
T
T
Jo
Freda
Marcel
Revie
wed
wh
at
mad
e
a g
ood
in
novati
on
in t
he p
ast
Created an easy way of checking if
an innovation is any good
Copyright Eddie Obeng 1993 – 2004 All rights reserved
WEEK 1 WEEK 2 WEEKS 3/ 4
MONTH 2 MONTH 3 QUARTER 2
NOW
SOON LATER
interviewed people associated with past
innovationsinterviewed
customers as to what we’ve done in
pastStudied how
investment/ returns happened T
T
T
Jo(3days)Freda(4days)Marcel(2days)
Trained up/ informed people on how to use the checks
Found a way to make the criteria readily available
Worked out our criteria for a good
innovation
Established the nature/ scale
required to meet strategy
Revie
wed
wh
at
mad
e
a g
ood
in
novati
on
in t
he p
ast
Me(2days)Team(4days)
Team (est. 14days)
Created an easy way of checking if
an innovation is any good
WHO
Copyright Eddie Obeng 1993 – 2004 All rights reserved
WHO WEEK 1 WEEK 2 WEEKS 3/ 4
MONTH 2 MONTH 3 QUARTER 2
NOW
SOON LATER
interviewed people associated with past
innovationsinterviewed
customers as to what we’ve done in
pastStudied how
investment/ returns happened T
T
T
Jo
Freda
Marcel
Trained up/ informed people on how to use the checks
Found a way to make the criteria readily available
Worked out our criteria for a good
innovation
Established the nature/ scale
required to meet strategy
Revie
wed
wh
at
mad
e
a g
ood
in
novati
on
in t
he p
ast
Me
Team
Team
Created an easy way of checking if
an innovation is any good
Copyright Eddie Obeng 1993 – 2004 All rights reserved
Planning the un-plannable
StickyStepsTM
From the book All Change!
Copyright Eddie Obeng 1993 – 2004 All rights reserved
GapAnalysisTM
A LearningByteTM from Putting Strategy to Work
by
http://www.pentaclethevbs.com